HTA Development Planner

• The Hospitality Training Assistant Manager Development Planner is designed for building knowledge and skills in 1 month of training, then 2 months of execution and results practice.
• Three supporting items for this program are Learner Journal Activities, Shoulder to Shoulder support, and Practice Time/Other Resources.

Phase 1: Setting Expectations (3-4 Hours)

• Review HTA roles and responsibilities (20 mins).
• Review the commitment letter and training plan, wage increase, and development milestones (10 mins).
• Showcase the role's impact as a HTA (10 mins).
• Review the GJ Mac Benefits & Policies Handbook with Human Resources (1 hour).
• Review GJ Mac Operations Handbook with Supervisor/Managing Partner or Qualified GM (1 hour).

Phase 2: Maximizing the Guest Experience (3-4 Hours)

• Discuss voice scores and 1-800 complaints and how to recover a customer, showing trainees their impact on the restaurant scorecard (30 mins).
• Specifically address order accuracy percentage and rude employees when reviewing 1-800 complaints.
• Discuss the restaurant's targets, show how to conduct table touches in the dining room, and how to talk to guests in the dining room.
• Review voice results, kiosk/table service/McDelivery/MOP percentage, order end present end times (OEPE), and number of cars served during peak drive-thru times.
• Address the pull forward process and sales, transaction, and DT increase information.
• Review "Leading Hospitality" material and complete the learning journal section (30 mins).
• Review the material, "Creating Feel Good Moments" and complete the learning journal (1 hour).
• On the floor, review kiosk and table service standards; expect someone to greet guests and begin the order.
• Ensure a visible crew member or manager is present at all times.
• Devote 2 hours for peak period coaching on dining room management: table touches, cleanliness, and guest interaction, demonstrating how to coach crew on 3-table touches.
• Discuss and observe DT service standards, demonstrating pull-forward standards (1 hour); discuss expectations on managing the DT and explain "keep the wheels moving," park runners, OEPE, and how to review reports.
• Discuss the stock area, show expectations (30 mins).
• Conduct a CEV using the form and GJ Mac website (45 mins); score it, discuss it, and answer questions at another restaurant.
• Review the DSPT, discussing proper staffing levels and setup (30 mins).
• Trainee reviews "McCafe" and complete the learning journal – ask coach questions at next meeting (20 mins).
• Read the "Maintaining and Building Sales" modules, and complete the learning journal - ask coach questions at next meeting. (1 hour)
• Sales building strategy
• Suggestive selling and up-selling
• Visibility and access
• Executing promotions
• Trading Area Analysis
• Community Relationships
• Ronald McDonald House Charities
• Local Sales Building
• Watch hospitality training/creating feel-good moments, even with no kiosk and table service.
• The HTA must comprehend the crew training content within the restaurant, influencing their designated responsibilities; the crew training content must be closely examined to confirm HTA alignment with established standards.
• Attend a Train the Crew Trainer meeting; become a trainer and an expert on using FRED, onboarding, and making new hires feel welcome within their first 3 days.

Phase 3: Results and Accountability Areas (3-4 Hours)

• Cleanliness Area: assess front counter, DT, and dining room cleanliness, discuss stocking routines and levels, food safety observations (30 minutes).
• Review cleanliness expectations and department targets in RDM meetings on and off the floor (1 hour).
• Review the restaurant scorecard and department impact results (1 hour).
• People Champion to train the HTA to build and manage the Enthusiasm Calendar.
• Prepare the trainee to attend an RDM meeting (1 hour); covering the GJ MAC website along with their goals and the RDM meeting agendas, then discuss expectations.
• Meet before RDM to discuss agenda and results (30 mins prep with trainee for weekly meeting - for three consecutive meetings).
• Provide Meeting Feedback: Provide feedback on the Walk Thrus and meeting participation (30 minutes let the trainee know what was done well, and where they need to improve for the next week).

Phase 4: Developing the Leader Within

• Attend "Developing the Leader in Me" training.
• Execute RDM responsibilities.
• Have pre-meeting with HTA trainee to discuss "Developing the Leader in Me" training (1 hour).
• Participate in weekly RDM Meetings; Trainee continuous observation (1 hour/4 weeks).
• Receive Monthly Performance Conversations from GM (1 hour); review service targets, OEPE, Kiosk usage, MOP and McDelivery results, voice scores and comments, 1-800 complaints, and crew training, with Department area walk-thru.
• Review restaurant score card monthly (30 min) coach and ensure HTA understands how they impact results.
• Department Knowledge Verification; supervisors conduct verifications.
• Manage department, meet supervisor or DO.
• At 3 months receive wage increase and discusses future training plans

Communications Day Agenda

• HTA (Hospitality and Crew Training Assistant) roles are within either Service Standards or Specialty Positions.

• Service Standards include hospitality, the first 14 days of onboarding, GEL execution, accuracy procedures, stock levels, product rotation, and front area cleanliness.

• Specialty Positions include Delivery experts, MOP experts, Parker Runner experts, DT Runner experts, GSS execution, Crew Trainers, Cleanliness of Dinning Room and PP, and McCafe Specialists.

• Topics covered in the Core Department Discussion include:

  • Cleanliness Walk-thru results
  • Organization of area
  • Training in department
  • Rewards & Recognition
  • Action plans to improve
  • Bring paperwork for department discussions

• Operations to review: voice and 1-800 number results; back to basic order taking; hospitality (meets standards); crew training; new crew on-boarding (first 3 days meet standards); conduct monthly Crew Trainer meeting; discuss communication process in place; meet People Champion in place; specialty positions in place, and training.

• Development Planner discussions: what was accomplished? Is the plan working? How are you changing it? Discuss FRED training curriculums. Discuss department development plan. On track?

Key Success Factors for Hospitality/Training Assistant Managers

• The purpose is to ensure each staff member is empowered to care for the customer, being a role model of the People Care Culture.
• All people issues addressed within 24 hours, resolving within 72.
• You are responsible for crew retention. A critical part of their role is each new hire's experience on their first three days; It is vital that everyone feels like part of a team.
• Promotions and new product rollouts executed 100%; all service staff is trained/empowered.
• Accountable for Department Results – ensure team meets targets, as measured by the restaurant scorecard.
• Key components are Hospitality, Crew On Boarding, Routines, and Department Results which are achieved through:
  • Friendly Crew
  • Works with Crew Trainers
  • Daily Communication
  • Voice & 1-800 complaints.
  • Table Touches
  • Ensure Trainers Ready to Train
  • Review New hires
  • Crew Turnover less 80% or less.
  • Gels and Service manager In Place
  • Welcomes Trainees
  • Attend CT Meetings
  • 2 New Hires a week.
• Set Expectations
• Follows up for first 2 weeks
• Use FRED
• Trainers Verified.
• Crew procedures
• Review Trainee Schedule.
• Review New Promotions.
• Department Cleanliness.
• Crew Appearance
• Reports to People Manager
• Know DT OEPE and ZOOM Timer
• Service Times